Initiating change is easier said than done: each implementation has only a limited time frame available to make changes to it Company to solidify. If the processes are not anchored before the next earthquake, sooner or later the initiative will be in trouble.

Self-fulfilling prophecy

Without commitment, any change initiative is doomed to failure. The cause is often the so-called self-fulfilling prophecy: The fact that employees and executives believe that the initiative will fail ultimately leads to failure.

There is no change dynamic in the Company, In order to create these, a sense of urgency must first be created. The support of the management is not enough. The best change initiative will fail if not everyone joins in!

Through these empty promises, employees lose confidence. If such a thing grows, a culture of suspicion is systematically generated. Once lost, confidence is very difficult to restore. However, it is always worthwhile to work on it - by putting realistic expectations, communicating progress and clearly showing that the expected results are very likely to be achieved.

With the CORE approach in 6 steps to success

Any change initiative will only be successful if the people in the organization are willing to trust this solution permanently.

The so-called CORE (Cycle of Results) approach has been developed by ProChain Solutions, in order to build up and maintain this trust. When the CORE approach is combined with the best solution components, this leads to a successful and long-lasting implementation. This way, you can avoid basic causes of failure:

emergencies: To avoid lack of urgency, it is important to find or develop common urgency through learning and analyzing.

Lack of readiness: By defining and communicating realistic expectations through a common vision, a lack of willingness can be avoided.

Engagement: The involvement of key persons during the planning process creates commitment to the initiative.

Minimize changes to the essentials

Unfortunately there is no patent solution for changes in the business environment. It is an inevitable consequence of the business activity. However, there are a few important implications: On the one hand, the management should carefully handle additional changes in the midst of a change initiative in order to be able to control them.

Second, no new change initiatives should be started before the old ones have been assimilated. Finally, no key people should be transferred within the organization without considering the impact on the initiatives. Basically, it is better to have fewer changes and these are reasonable.

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After the in multiple languages translated Bestseller"The 110% lie", loud FAZ with "well practicable tips", Top-10 in Impulse and Wirtschaftsblatt as well as other titles such as "Executive Health" with preface of Anselm Green followed the founding of their own publisher with books on various job, HR and management topics. Enjoy browsing!